Managerial work

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  • Richard Kilburg brings his many years of expertise in working with org anizations in crises to this book on executive coaching. Kilburg demo nstrates how managers untrained in interpersonal skills can, under pre ssure, allow the "shadow" side of their and their organization's perso nalities to undermine desired change and growth. In clear and engagin g language, Executive Coaching helps consultants and managers understa nd the chaotic processes and psychodynamic problems that can influence executive behavior and performance.

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  • Armor World manufacturers armored cars. The armor provides low level balistics protection. Cars are made to customer specifications via orders submitted over an internet site. The cars are completed and shipped in about one day. As a result, Armor World does not maintain any work in process or finished goods inventory. The following costs were incurred in producing and selling mats during July:

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  • There are many different types of organisation, none of them necessarily the best or the worst but all geared towards enabling an organisation to achieve its objectives as quickly, easily and inexpensively as possible. Most management writers have offered differing views on which types of organisation can work best in which contexts. All these views are valid but some may not be as appropriate to certain kinds of organisation as others.

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  • Max Protect Armored Cars, a private-sector company, provided the following aggregated data for armored construction jobs during a recent period: Direct materials $ 4,480,923 Direct labor 7,296,518 Applied (and actual) factory overhead 2,741,151 Beginning work in process 4,850,032 Ending work in process 5,853,000 a) How much is cost of goods manufactured? Is this necessarily the same as cost of goods sold? Why or why not?

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  • Chapter 2 - Managerial accounting and cost concepts. This chapter begins by describing the work of management and the need for managerial accounting information followed by a discussion of the differences and similarities between financial and managerial accounting. Next, we explain that in managerial accounting, the term cost is used in many different ways.

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  • Dignity at Work Human dignity, the ability to establish a sense of self-worth and selfrespect and to enjoy the respect of others, is necessary for a fully realized life. Working with dignity is a fundamental part of achieving a life well-lived, yet the workplace often poses challenging obstacles because of mismanagement or managerial abuse. Defending dignity and realizing self-respect through work are key to workers’ well-being. Insuring the dignity of employees is equally important for organizations as they attempt to make effective use of their human capital.

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  • Appendix 2B: Cost of quality. Costs incurred to prevent defects or that result from defects in products are known as quality costs. Many companies are working hard to reduce their quality costs. This chapter identify the four types of quality costs and explain how they interact.

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  • (BQ) Part 1 book "Financial & managerial accounting" has contents: Uses of accounting information and the financial statements; measurement concepts - recording business transactions; closing entries and the work sheet; accounting for merchandising operations; cash and internal control,...and other contents.

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  • (BQ) Part 1 book "Financial & managerial accounting" has contents: Uses of accounting information and the financial statements; measurement concepts - recording business transactions; closing entries and the work sheet; accounting for merchandising operations; cash and internal control,...and other contents.

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  • Chapter 6 - Developing a project plan. The main contents of the chapter consist of the following: Developing the project network, from work package to network, constructing a project network, activity-on-node (AON) fundamentals, network computation process, using the forward and backward pass information, level of detail for activities,...

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  • Chapter 8 - Scheduling resources and costs. For those who have diligently worked through the earlier planning processes chapters, you are nearly ready to launch your project. This chapter completes the final two planning tasks that become the master plan for your project - resource and cost scheduling.

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  • Chapter 12 - Outsourcing: Managing interorganizational relations. This chapter extends the previous two chapters’ discussion of building and managing relations by focusing specifically on issues surrounding working with people from other organizations to complete a project.

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  • Chapter 15 - International projects. This chapter targets the international project manager who must resettle in a foreign environment to manage the project. The chapter also includes useful information for project professionals working overseas as well as those working on virtual projects involving colleagues from different countries.

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  • Chapter 2 - Demand, supply, and market equilibrium. After reading chapter 2 you should be able to: Work with three different types of demand relations: general, direct, and inverse demand functions; list six principal variables that determine the quantity demanded of a good; derive a direct demand function from a general demand function;...

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  • (BQ) Part 1 book "Controllership - The work of the managerial accountant" has contents: Accounting in the corporation, cost accounting and costing systems, internal control systems, internal audit function; business plans and planning - Interrelationship of plans, strategic planning, taxation strategy,...and other contents.

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  • (BQ) Part 2 book "Controllership - The work of the managerial accountant" has contents: Planning and control of the balance sheet, financial and related reports; computer systems and related technology; some administrative and special aspects of the controller’s department.

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  • (BQ) Part 1 book "Financial and managerial accounting" has contents: Uses of accounting information and the financial statements; how to read an annual report; analyzing business transactions; measuring business income; closing entries and the work sheet; financial reporting and analysis,...and other contents.

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  • Chapter 11 - Flexible budgeting and the management of overhead and support activity costs. After completing this chapter, you should be able to: Distinguish between static and flexible budgets and explain the advantages of a flexible overhead budget; prepare a flexible overhead budget, using both a formula and a columnar format; explain how overhead is applied to Work-in-Process Inventory under standard costing;...

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  • Chapter 13 - Working capital and current asset management. Chapter 13 discusses the techniques and strategies for managing working capital and current assets. The fundamentals of net working capital and the importance of the cash conversion cycle are introduced.

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  • Some 20 years ago, after years of teaching corporate finance and writing related textbooks and casebooks, I began teaching healthcare financial management in the University of Florida’s Master of Health Administration (MHA) program. The move prompted me to write my first healthcare finance textbook, Understanding Health Care Financial Management. The book was designed for use in health services administration financial management courses in which students had prerequisite courses in both accounting and corporate finance.

    pdf679p haiduong_1 03-04-2013 159 49   Download


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